The objective of this paper is to follow the consequences on the product environmental impact of the industrial strategy through the product development process. Students were observed while designing a bicycle luggage carrier for tracing a cause-effect network that would link the strategy to the designed product and its environmental impact. The results show the strategy's influence through the design process at a macro-level

ALLAIS, Romain

KOZEMJAKIN DA SILVA, Miriam

REMY, Sébastien

REYES, Tatiana

ROUCOULES, Lionel

SAM;  the Arts et Métiers ParisTech open access repository

Science Arts & Métiers (SAM)
is an open access repository that collects the work of Arts et Métiers ParisTech
researchers and makes it freely available over the web where possible.
This is an author-deposited version published in: https://sam.ensam.eu
Handle ID: .http://hdl.handle.net/10985/10155
To cite this version :
Miriam KOZEMJAKIN DA SILVA, Romain ALLAIS, Tatiana REYES, Sébastien REMY, Lionel
ROUCOULES - UNDERSTANDING THE IMPLICATION OF AN ENVIRONMENTAL STRATEGY
ADOPTION - In: LCM 2013, Suède, 2013 - LCM2013 - 2013
Any correspondence concerning this service should be sent to the repository
Administrator : archiveouverte@ensam.eu
 The 6th International Conference on Life Cycle Management in Gothenburg 2013 
 
UNDERSTANDING THE IMPLICATION OF AN ENVIRONMENTAL 
STRATEGY ADOPTION 
Miriam Kozemjakin da Silva
1
*, Romain Allais
1,2
, Tatiana Reyes
1
, Sébastien Remy
1
, Lionel 
Roucoules
2
. 
1
Université de technologie de Troyes. 12 Rue Marie Curie, CS 42060, 10004 Troyes, France 
2
Art et Metiers ParisTech, CNRS, LSIS, 2 cours des Arts et Métiers, 13617 Aix en Provence, 
France 
*kozemjam@utt.fr 
 
Keywords: Ecodesign; Sustainable strategy; Cause-effect network 
ABSTRACT 
The objective of this paper is to follow the consequences on the product 
environmental impact of the industrial strategy through the product 
development process. Students were observed while designing a bicycle 
luggage carrier for tracing a cause-effect network that would link the 
strategy to the designed product and its environmental impact. The results 
show the strategy's influence through the design process at a macro-level. 
INTRODUCTION 
Companies are particularly concerned by environmental issues due to legislations, cost 
benefits and new markets (Dewulf, 2003). To increase the performance of this integration, 
some authors point out that sustainable aspects (i.e. environmental, social and economic) 
should be embedded at all corporate hierarchical levels: strategic, tactic and operational 
(Hallstedt, Thompson, & Lindahl, 2013). This paper deals only with environmental aspects. 
In a common top-down approach, environmental path is initiated and spread from strategy 
over the other levels. A shortcoming of traditional management systems is that companies are 
unable to link long-term strategies and short-term actions with appropriate measurement tools 
(Kaplan, 1996). There is clearly a need to improve that feedback for improving the 
development of an adapted and effective environmental strategy. 
This paper aims to demonstrate the implications of the strategy’s choice through the product 
development process (PDP) and consequently towards the environmental impact of a product; 
concluding about the feedback that could nurture the sustainable strategy definition. 
PROPOSITION 
The main objective of the proposal is to indicate the impact of the industrial strategies during 
the design process. For that, the designers are asked to justify their choices during a PDP. The 
arguments for a choice could be a constraint, a previous decision in the process or any 
external influence (e.g. personal experience, background).  
The analysis of this designer’s input should allow building a cause-effect network; ideally to 
 The 6th International Conference on Life Cycle Management in Gothenburg 2013 
 
link the strategy to the specifications, the specifications to the functions and so on, finishing 
by the environmental impact of the product. This connection of each phase of the process 
associates the strategy to the environmental impact. Finally, the analysis of this network 
points to conclusions about the relevance of the environmental strategy adopted. 
CASE STUDY 
For demonstrating the proposition above, five students of the University of Technology of 
Troyes (UTT) were recruited to design a bicycle luggage carrier in a given context. They had 
2 sessions of 3 hours to design the product, starting from the interpretation of the context (i.e. 
available tangible and intangible resources) and definition of the specifications. During the 
design, they were asked to fill out tables with information about the product development 
process (e.g. specifications, functions), justifying each input. Besides, the sessions were fully 
recorded. 
Context of the experiment 
La roue verte is an organization located at the university that promotes the use of bicycles by, 
mainly, renting it to students. Interviews were conducted to understand the organization’s 
policy and strategies and, to draw a map of internal and external tangibles and intangibles 
resources (e.g. partnerships, economic fluxes, workforce, knowledge). 
Summarizing, la roue verte’s long-term strategy can be declined into three points: to increase 
the offer of new products and services (e.g. on-line services, new products renting); to 
measure and communicate on socio-environmental benefits of their activity; and to maintain 
existing partnerships. These three strategic axes were declined into a tactic roadmap (i.e. the 
steps to be followed to reach these strategic goals) for the project presented here. 
A survey was made to understand the needs and preferences of their customers (i.e. students) 
for a new product/service proposition. The results pointed in the direction of a product for the 
biker to carry groceries from the supermarket to home once a week. Following the tactical 
module for environmental tool choice of the project Convergence (Zhang, Rio & Allais, 
2013), the free online tool Ecodesign pilot
1
 was chosen to support this activity. La roue verte, 
in accordance with their partnership strategy, chose to manufacture the product using 
student’s workforce in a class of UTT where they learn how to handmade wood and metal 
based products. 
Once established the strategy and the tactics, the students were asked to design an artifact that 
meet both the customers’ needs and integrates constraints from the different partners. To 
identify the specifications, it was given to the students the strategic and tactic information as 
customers’ willingness to pay, needs and preferences about the product (e.g. robustness, size) 
and constraints from the partners. 
  
                                                 
1
 http://www.ecodesign.at/pilot/ 
 The 6th International Conference on Life Cycle Management in Gothenburg 2013 
 
Results 
There were difficulties regarding the cause-effect network set up, i.e. to give a justification for 
each decision. That is because, the student’s justifications, written in the tables, were too 
fuzzy (e.g. “decision taken after a group discussion”).  
To overcome that difficulty, there was an attempt to point the reasons for the decisions by 
looking at the observations, notes and recordings. A transcription of each discussion and the 
arguments expressed was made. 
Information about the influence at a macro-level of strategic and tactic constraints has been 
observed during the experiment. The students were able to integrate a large amount of 
resources and constraints to propose a detailed design. Notably, it was possible to identify the 
arguments that came from the strategy constraints in the discussions. From the transcription, 
each one of the 88 arguments were classified as issued from a constraint that came from a 
strategic decision, from the biker’s needs or from the designer background (see table 1). 
 Source Example of argument  
54% 
Background of the 
designers 
The compartment for frozen food was not considered because 
Troyes is a small city; it takes less than 20mn to go to the 
supermarket by bicycle. 
35% Strategy and tactic There are limited manufacturing resources from the TN04 class. 
11% Customers’ needs 
and preferences 
The customer does not find important to cover the groceries. 
Table 1 – Arguments’ classification 
It is possible to say that the strategy has an impact on the input data (passive resources) and 
on the goals (e.g. maintain existing partnerships), with consequences over the design. Even if 
we did not succeed to trace it in the micro-level of the decision making through the product 
development process (PDP), a macro-level view of strategy influence on PDP is proposed 
(see figure1). Figure 1 is a map of stakeholders’ contribution (solid arrows) and feedback 
(dashed arrows).  
 
Figure 1 – Strategy influence on the PDP, stakeholders’ contribution and feedback. 
 The 6th International Conference on Life Cycle Management in Gothenburg 2013 
 
DISCUSSION AND PERSPECTIVES 
Even if the arguments could be allocated to a constraint, the results are only representative of 
the observations. This means that table 1 is about the constraints that were spoken out loud 
during conversation, but it does not mean that it had a more important role in shaping the 
product. It could be that a constraint was so clear in the briefing (e.g. 100€ limit of cost) that 
all members of the team knew about it and there was no need for recalling it. 
To validate and complete the experiment, the product created by the students should be 
validated by the partners to verify its feasibility and to judge the pertinence of the strategy. 
In summary, two problems were found when modeling the cause-effect network: the fuzzy 
justifications and the random and unclear discussions. The former could be explained by the 
lack of awareness of the students about the importance of storing more precise justifications. 
It is believed that if the students were confronted to the reuse of information, they would 
notice the usefulness of writing more precisely the why of their decisions. The later could be 
explained by the lack of organization, a moderator who holds the discussions and summarizes 
the decisions, like in a project meeting.  
For a next case-study, it is intended: to improve the interface (instead of the tables) for being 
more appealing for use; to nominate a moderator or to develop case studies with only one 
designer, in a protocol of think-aloud; to reduce the complexity generated by communication 
issues between the designers; to make a series of designs making available the past designs, in 
a case-reuse approach. 
ACKNOWLEDGEMENTS 
We acknowledge the volunteer students who participated in the experiment. We would also 
like to acknowledge the National Research Agency for funding the Convergence project; and 
the Fonds Unique Interministériel (Single Interministerial Fund) and the Champagne-Ardenne 
Region of France for funding the Finather3 project. 
REFERENCES 
Dewulf, W. (2003). A pro-active approach to ecodesign: framework and tools. status: published. Katholieke 
Universiteit Leuven. 
Hallstedt, S. I., Thompson, A. W., & Lindahl, P. (2013). Key Elements for Implementing a Strategic 
Sustainability Perspective in the Product Innovation Process. Journal of Cleaner Production. 
doi:10.1016/j.jclepro.2013.01.043 
Kaplan, R. S., Norton, D. P., (1996), Using balanced scorecard as a strategic management system. Harvard 
business review.76- Jan-Feb. 1996 
Zhang, F., Rio, M., Allais, R. et Al. (to be published). Toward a systemic navigation development into the 
company. Journal of Cleaner Production, 1–25. 


English

UNDERSTANDING THE IMPLICATION OF AN ENVIRONMENTAL STRATEGY ADOPTION

Name not available

Science Arts & Métiers (SAM)is an open access repository that collects the work of Arts et Métiers ParisTechresearchers and makes it freely available over the web where possible.This is an author-deposited version published in: http://sam.ensam.euHandle ID: .http://hdl.handle.net/10985/10155To cite this version :Miriam KOZEMJAKIN DA SILVA, Romain ALLAIS, Tatiana REYES, Sébastien REMY, LionelROUCOULES - UNDERSTANDING THE IMPLICATION OF AN ENVIRONMENTAL STRATEGYADOPTION - In: LCM 2013, Suède, 2013 - LCM2013 - 2013Any correspondence concerning this service should be sent to the repositoryAdministrator : archiveouverte@ensam.eu The 6th International Conference on Life Cycle Management in Gothenburg 2013  UNDERSTANDING THE IMPLICATION OF AN ENVIRONMENTAL STRATEGY ADOPTION Miriam Kozemjakin da Silva1*, Romain Allais1,2, Tatiana Reyes1, Sébastien Remy1, Lionel Roucoules2. 1Université de technologie de Troyes. 12 Rue Marie Curie, CS 42060, 10004 Troyes, France 2Art et Metiers ParisTech, CNRS, LSIS, 2 cours des Arts et Métiers, 13617 Aix en Provence, France *kozemjam@utt.fr  Keywords: Ecodesign; Sustainable strategy; Cause-effect network ABSTRACT The objective of this paper is to follow the consequences on the product environmental impact of the industrial strategy through the product development process. Students were observed while designing a bicycle luggage carrier for tracing a cause-effect network that would link the strategy to the designed product and its environmental impact. The results show the strategy's influence through the design process at a macro-level. INTRODUCTION Companies are particularly concerned by environmental issues due to legislations, cost benefits and new markets (Dewulf, 2003). To increase the performance of this integration, some authors point out that sustainable aspects (i.e. environmental, social and economic) should be embedded at all corporate hierarchical levels: strategic, tactic and operational (Hallstedt, Thompson, & Lindahl, 2013). This paper deals only with environmental aspects. In a common top-down approach, environmental path is initiated and spread from strategy over the other levels. A shortcoming of traditional management systems is that companies are unable to link long-term strategies and short-term actions with appropriate measurement tools (Kaplan, 1996). There is clearly a need to improve that feedback for improving the development of an adapted and effective environmental strategy. This paper aims to demonstrate the implications of the strategy’s choice through the product development process (PDP) and consequently towards the environmental impact of a product; concluding about the feedback that could nurture the sustainable strategy definition. PROPOSITION The main objective of the proposal is to indicate the impact of the industrial strategies during the design process. For that, the designers are asked to justify their choices during a PDP. The arguments for a choice could be a constraint, a previous decision in the process or any external influence (e.g. personal experience, background).  The analysis of this designer’s input should allow building a cause-effect network; ideally to  The 6th International Conference on Life Cycle Management in Gothenburg 2013  link the strategy to the specifications, the specifications to the functions and so on, finishing by the environmental impact of the product. This connection of each phase of the process associates the strategy to the environmental impact. Finally, the analysis of this network points to conclusions about the relevance of the environmental strategy adopted. CASE STUDY For demonstrating the proposition above, five students of the University of Technology of Troyes (UTT) were recruited to design a bicycle luggage carrier in a given context. They had 2 sessions of 3 hours to design the product, starting from the interpretation of the context (i.e. available tangible and intangible resources) and definition of the specifications. During the design, they were asked to fill out tables with information about the product development process (e.g. specifications, functions), justifying each input. Besides, the sessions were fully recorded. Context of the experiment La roue verte is an organization located at the university that promotes the use of bicycles by, mainly, renting it to students. Interviews were conducted to understand the organization’s policy and strategies and, to draw a map of internal and external tangibles and intangibles resources (e.g. partnerships, economic fluxes, workforce, knowledge). Summarizing, la roue verte’s long-term strategy can be declined into three points: to increase the offer of new products and services (e.g. on-line services, new products renting); to measure and communicate on socio-environmental benefits of their activity; and to maintain existing partnerships. These three strategic axes were declined into a tactic roadmap (i.e. the steps to be followed to reach these strategic goals) for the project presented here. A survey was made to understand the needs and preferences of their customers (i.e. students) for a new product/service proposition. The results pointed in the direction of a product for the biker to carry groceries from the supermarket to home once a week. Following the tactical module for environmental tool choice of the project Convergence (Zhang, Rio & Allais, 2013), the free online tool Ecodesign pilot1 was chosen to support this activity. La roue verte, in accordance with their partnership strategy, chose to manufacture the product using student’s workforce in a class of UTT where they learn how to handmade wood and metal based products. Once established the strategy and the tactics, the students were asked to design an artifact that meet both the customers’ needs and integrates constraints from the different partners. To identify the specifications, it was given to the students the strategic and tactic information as customers’ willingness to pay, needs and preferences about the product (e.g. robustness, size) and constraints from the partners.                                                    1 http://www.ecodesign.at/pilot/  The 6th International Conference on Life Cycle Management in Gothenburg 2013  Results There were difficulties regarding the cause-effect network set up, i.e. to give a justification for each decision. That is because, the student’s justifications, written in the tables, were too fuzzy (e.g. “decision taken after a group discussion”).  To overcome that difficulty, there was an attempt to point the reasons for the decisions by looking at the observations, notes and recordings. A transcription of each discussion and the arguments expressed was made. Information about the influence at a macro-level of strategic and tactic constraints has been observed during the experiment. The students were able to integrate a large amount of resources and constraints to propose a detailed design. Notably, it was possible to identify the arguments that came from the strategy constraints in the discussions. From the transcription, each one of the 88 arguments were classified as issued from a constraint that came from a strategic decision, from the biker’s needs or from the designer background (see table 1).  Source Example of argument  54% Background of the designers The compartment for frozen food was not considered because Troyes is a small city; it takes less than 20mn to go to the supermarket by bicycle. 35% Strategy and tactic There are limited manufacturing resources from the TN04 class. 11% Customers’ needs and preferences The customer does not find important to cover the groceries. Table 1 – Arguments’ classification It is possible to say that the strategy has an impact on the input data (passive resources) and on the goals (e.g. maintain existing partnerships), with consequences over the design. Even if we did not succeed to trace it in the micro-level of the decision making through the product development process (PDP), a macro-level view of strategy influence on PDP is proposed (see figure1). Figure 1 is a map of stakeholders’ contribution (solid arrows) and feedback (dashed arrows).   Figure 1 – Strategy influence on the PDP, stakeholders’ contribution and feedback.  The 6th International Conference on Life Cycle Management in Gothenburg 2013  DISCUSSION AND PERSPECTIVES Even if the arguments could be allocated to a constraint, the results are only representative of the observations. This means that table 1 is about the constraints that were spoken out loud during conversation, but it does not mean that it had a more important role in shaping the product. It could be that a constraint was so clear in the briefing (e.g. 100€ limit of cost) that all members of the team knew about it and there was no need for recalling it. To validate and complete the experiment, the product created by the students should be validated by the partners to verify its feasibility and to judge the pertinence of the strategy. In summary, two problems were found when modeling the cause-effect network: the fuzzy justifications and the random and unclear discussions. The former could be explained by the lack of awareness of the students about the importance of storing more precise justifications. It is believed that if the students were confronted to the reuse of information, they would notice the usefulness of writing more precisely the why of their decisions. The later could be explained by the lack of organization, a moderator who holds the discussions and summarizes the decisions, like in a project meeting.  For a next case-study, it is intended: to improve the interface (instead of the tables) for being more appealing for use; to nominate a moderator or to develop case studies with only one designer, in a protocol of think-aloud; to reduce the complexity generated by communication issues between the designers; to make a series of designs making available the past designs, in a case-reuse approach. ACKNOWLEDGEMENTS We acknowledge the volunteer students who participated in the experiment. We would also like to acknowledge the National Research Agency for funding the Convergence project; and the Fonds Unique Interministériel (Single Interministerial Fund) and the Champagne-Ardenne Region of France for funding the Finather3 project. REFERENCES Dewulf, W. (2003). A pro-active approach to ecodesign: framework and tools. status: published. Katholieke Universiteit Leuven. Hallstedt, S. I., Thompson, A. W., & Lindahl, P. (2013). Key Elements for Implementing a Strategic Sustainability Perspective in the Product Innovation Process. Journal of Cleaner Production. doi:10.1016/j.jclepro.2013.01.043 Kaplan, R. S., Norton, D. P., (1996), Using balanced scorecard as a strategic management system. Harvard business review.76- Jan-Feb. 1996 Zhang, F., Rio, M., Allais, R. et Al. (to be published). Toward a systemic navigation development into the company. Journal of Cleaner Production, 1–25. 

Kozemjakin da Silva, Miriam

Allais, Romain

Reyes, Tatiana

Remy, Sébastien

Roucoules, Lionel

HAL AMU

Understanding the implication of an environmental strategy adoption

HAL Descartes

SAM : Science Arts et Métiers

Science Arts & Métiers (SAM)is an open access repository that collects the work of Arts et Métiers Institute ofTechnology researchers and makes it freely available over the web where possible.This is an author-deposited version published in: https://sam.ensam.euHandle ID: .http://hdl.handle.net/10985/10155To cite this version :Miriam KOZEMJAKIN DA SILVA, Romain ALLAIS, Tatiana REYES, Sébastien REMY, LionelROUCOULES - UNDERSTANDING THE IMPLICATION OF AN ENVIRONMENTAL STRATEGYADOPTION - In: LCM 2013, Suède, 2013 - LCM2013 - 2013Any correspondence concerning this service should be sent to the repositoryAdministrator : archiveouverte@ensam.eu The 6th International Conference on Life Cycle Management in Gothenburg 2013  UNDERSTANDING THE IMPLICATION OF AN ENVIRONMENTAL STRATEGY ADOPTION Miriam Kozemjakin da Silva1*, Romain Allais1,2, Tatiana Reyes1, Sébastien Remy1, Lionel Roucoules2. 1Université de technologie de Troyes. 12 Rue Marie Curie, CS 42060, 10004 Troyes, France 2Art et Metiers ParisTech, CNRS, LSIS, 2 cours des Arts et Métiers, 13617 Aix en Provence, France *kozemjam@utt.fr  Keywords: Ecodesign; Sustainable strategy; Cause-effect network ABSTRACT The objective of this paper is to follow the consequences on the product environmental impact of the industrial strategy through the product development process. Students were observed while designing a bicycle luggage carrier for tracing a cause-effect network that would link the strategy to the designed product and its environmental impact. The results show the strategy's influence through the design process at a macro-level. INTRODUCTION Companies are particularly concerned by environmental issues due to legislations, cost benefits and new markets (Dewulf, 2003). To increase the performance of this integration, some authors point out that sustainable aspects (i.e. environmental, social and economic) should be embedded at all corporate hierarchical levels: strategic, tactic and operational (Hallstedt, Thompson, & Lindahl, 2013). This paper deals only with environmental aspects. In a common top-down approach, environmental path is initiated and spread from strategy over the other levels. A shortcoming of traditional management systems is that companies are unable to link long-term strategies and short-term actions with appropriate measurement tools (Kaplan, 1996). There is clearly a need to improve that feedback for improving the development of an adapted and effective environmental strategy. This paper aims to demonstrate the implications of the strategy’s choice through the product development process (PDP) and consequently towards the environmental impact of a product; concluding about the feedback that could nurture the sustainable strategy definition. PROPOSITION The main objective of the proposal is to indicate the impact of the industrial strategies during the design process. For that, the designers are asked to justify their choices during a PDP. The arguments for a choice could be a constraint, a previous decision in the process or any external influence (e.g. personal experience, background).  The analysis of this designer’s input should allow building a cause-effect network; ideally to  The 6th International Conference on Life Cycle Management in Gothenburg 2013  link the strategy to the specifications, the specifications to the functions and so on, finishing by the environmental impact of the product. This connection of each phase of the process associates the strategy to the environmental impact. Finally, the analysis of this network points to conclusions about the relevance of the environmental strategy adopted. CASE STUDY For demonstrating the proposition above, five students of the University of Technology of Troyes (UTT) were recruited to design a bicycle luggage carrier in a given context. They had 2 sessions of 3 hours to design the product, starting from the interpretation of the context (i.e. available tangible and intangible resources) and definition of the specifications. During the design, they were asked to fill out tables with information about the product development process (e.g. specifications, functions), justifying each input. Besides, the sessions were fully recorded. Context of the experiment La roue verte is an organization located at the university that promotes the use of bicycles by, mainly, renting it to students. Interviews were conducted to understand the organization’s policy and strategies and, to draw a map of internal and external tangibles and intangibles resources (e.g. partnerships, economic fluxes, workforce, knowledge). Summarizing, la roue verte’s long-term strategy can be declined into three points: to increase the offer of new products and services (e.g. on-line services, new products renting); to measure and communicate on socio-environmental benefits of their activity; and to maintain existing partnerships. These three strategic axes were declined into a tactic roadmap (i.e. the steps to be followed to reach these strategic goals) for the project presented here. A survey was made to understand the needs and preferences of their customers (i.e. students) for a new product/service proposition. The results pointed in the direction of a product for the biker to carry groceries from the supermarket to home once a week. Following the tactical module for environmental tool choice of the project Convergence (Zhang, Rio & Allais, 2013), the free online tool Ecodesign pilot1 was chosen to support this activity. La roue verte, in accordance with their partnership strategy, chose to manufacture the product using student’s workforce in a class of UTT where they learn how to handmade wood and metal based products. Once established the strategy and the tactics, the students were asked to design an artifact that meet both the customers’ needs and integrates constraints from the different partners. To identify the specifications, it was given to the students the strategic and tactic information as customers’ willingness to pay, needs and preferences about the product (e.g. robustness, size) and constraints from the partners.                                                    1 http://www.ecodesign.at/pilot/  The 6th International Conference on Life Cycle Management in Gothenburg 2013  Results There were difficulties regarding the cause-effect network set up, i.e. to give a justification for each decision. That is because, the student’s justifications, written in the tables, were too fuzzy (e.g. “decision taken after a group discussion”).  To overcome that difficulty, there was an attempt to point the reasons for the decisions by looking at the observations, notes and recordings. A transcription of each discussion and the arguments expressed was made. Information about the influence at a macro-level of strategic and tactic constraints has been observed during the experiment. The students were able to integrate a large amount of resources and constraints to propose a detailed design. Notably, it was possible to identify the arguments that came from the strategy constraints in the discussions. From the transcription, each one of the 88 arguments were classified as issued from a constraint that came from a strategic decision, from the biker’s needs or from the designer background (see table 1).  Source Example of argument  54% Background of the designers The compartment for frozen food was not considered because Troyes is a small city; it takes less than 20mn to go to the supermarket by bicycle. 35% Strategy and tactic There are limited manufacturing resources from the TN04 class. 11% Customers’ needs and preferences The customer does not find important to cover the groceries. Table 1 – Arguments’ classification It is possible to say that the strategy has an impact on the input data (passive resources) and on the goals (e.g. maintain existing partnerships), with consequences over the design. Even if we did not succeed to trace it in the micro-level of the decision making through the product development process (PDP), a macro-level view of strategy influence on PDP is proposed (see figure1). Figure 1 is a map of stakeholders’ contribution (solid arrows) and feedback (dashed arrows).   Figure 1 – Strategy influence on the PDP, stakeholders’ contribution and feedback.  The 6th International Conference on Life Cycle Management in Gothenburg 2013  DISCUSSION AND PERSPECTIVES Even if the arguments could be allocated to a constraint, the results are only representative of the observations. This means that table 1 is about the constraints that were spoken out loud during conversation, but it does not mean that it had a more important role in shaping the product. It could be that a constraint was so clear in the briefing (e.g. 100€ limit of cost) that all members of the team knew about it and there was no need for recalling it. To validate and complete the experiment, the product created by the students should be validated by the partners to verify its feasibility and to judge the pertinence of the strategy. In summary, two problems were found when modeling the cause-effect network: the fuzzy justifications and the random and unclear discussions. The former could be explained by the lack of awareness of the students about the importance of storing more precise justifications. It is believed that if the students were confronted to the reuse of information, they would notice the usefulness of writing more precisely the why of their decisions. The later could be explained by the lack of organization, a moderator who holds the discussions and summarizes the decisions, like in a project meeting.  For a next case-study, it is intended: to improve the interface (instead of the tables) for being more appealing for use; to nominate a moderator or to develop case studies with only one designer, in a protocol of think-aloud; to reduce the complexity generated by communication issues between the designers; to make a series of designs making available the past designs, in a case-reuse approach. ACKNOWLEDGEMENTS We acknowledge the volunteer students who participated in the experiment. We would also like to acknowledge the National Research Agency for funding the Convergence project; and the Fonds Unique Interministériel (Single Interministerial Fund) and the Champagne-Ardenne Region of France for funding the Finather3 project. REFERENCES Dewulf, W. (2003). A pro-active approach to ecodesign: framework and tools. status: published. Katholieke Universiteit Leuven. Hallstedt, S. I., Thompson, A. W., & Lindahl, P. (2013). Key Elements for Implementing a Strategic Sustainability Perspective in the Product Innovation Process. Journal of Cleaner Production. doi:10.1016/j.jclepro.2013.01.043 Kaplan, R. S., Norton, D. P., (1996), Using balanced scorecard as a strategic management system. Harvard business review.76- Jan-Feb. 1996 Zhang, F., Rio, M., Allais, R. et Al. (to be published). Toward a systemic navigation development into the company. Journal of Cleaner Production, 1–25. 

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UNDERSTANDING THE IMPLICATION OF AN ENVIRONMENTAL STRATEGY ADOPTION

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